Testing theories of performance: measuring effectiveness at the United States Postal Service Office of Inspector General Office of Audit

Abstract

A qualitative design and case study method was used to examine the theories of performance and to measure the effectiveness of the United States Postal Service (USPS) Office of Inspector General (OIG) Office of Audit (OA). The most important finding of this research was the impact of having employees engaged in the mission of the organization; having a clear assessment and determination of progress towards that mission defined as a composite of interrelated performance measures and key indicators of success; and assuring that employees can translate and utilize these tools of performance.

Herzberg‟s two-factor theory distinguishing extrinsic and intrinsic motivators, and his position that the most important were “recognition, work, responsibility, and advancement” (Accel, 2009) served as the theoretical framework for the research in this study, particularly the analysis of performance motivation in the work place. In addition, a central hypothesis in the study is derived from Frankl‟s belief that individuals want and need meaning in their lives. This proposition best summarizes how the mission of an organization, and the role that an individual plays in that organization, can lead to the most productive and engaged employees and a better performing organization. This hypothesis is confirmed by the USPS OIG OA performance data analysis in the study and is consistent with the findings of the Office of Personnel Management Federal Human Capital Survey and the U.S. Merit Systems Protection Board Merit Principles Survey results.

Frankl‟s premise best explains how a federal audit organization can achieve its intended results by having a workforce that is primarily focused on the mission of the organization, and by having individual performance measures related to the success of that organization. The study findings have significant implications for theories linking individual performance to organizational, policy and program performance; as well as for agencies seeking to link incentives for individual performance to overall agency performance.